Ebook Nurse on board - Planning your path to the boardroom: Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook Nurse on board - Planning your path to the boardroom: Part 2
Ebook Nurse on board - Planning your path to the boardroom: Part 2
TOP COMPETENCIESFOR SUCCESSFUL BOARD SERVICEBoard members who are passionate about the mission bring energy and urgency to the board. In addition to t Ebook Nurse on board - Planning your path to the boardroom: Part 2that passion, strong communication skills are very important to truly hearing what other board members are saying, as well as effectively contributing your own point of view and knowledge.A certain level of financial literacy is a must. Nurses do not need to be accountants to succeed in a board role Ebook Nurse on board - Planning your path to the boardroom: Part 2, but they do need to have an understanding of where the money comes from, where it goes, and what that means to the organization. Whether a nonprofitEbook Nurse on board - Planning your path to the boardroom: Part 2
board or a corporate board, money is very important. No money, no mission.Passion and communication skills are necessary for board membership, but suTOP COMPETENCIESFOR SUCCESSFUL BOARD SERVICEBoard members who are passionate about the mission bring energy and urgency to the board. In addition to t Ebook Nurse on board - Planning your path to the boardroom: Part 2ll not be seeking to serve on a public corporate board, at least not as thcừ first foray into the boardroom. Nurses arc quite likely, though, to seek—and attain—a spot on a healthcare organizations board. In 2009, the American Hospital Association Center for Healthcare Governance convened a Blue Rib Ebook Nurse on board - Planning your path to the boardroom: Part 2bon Panel on Trustee Core Competencies.'lhe panel identified two sets of core competencies for trustees of hospitals and health systems.Ihc first setEbook Nurse on board - Planning your path to the boardroom: Part 2
includes knowledge and skill competencies in three areas: healthcare delivery and performance, business and finance, and human resources, Tie panel suTOP COMPETENCIESFOR SUCCESSFUL BOARD SERVICEBoard members who are passionate about the mission bring energy and urgency to the board. In addition to t Ebook Nurse on board - Planning your path to the boardroom: Part 2 competencies includes personal capabilities that the panel recommended should be sought in all board members. Tiese competencies describe the kinds of behaviors board members should be able to demonstrate. See Figure 4.1.Personal CapabilitiesAccountability Achievement Orientation Change Leadership Ebook Nurse on board - Planning your path to the boardroom: Part 2CollaborationCommunity Orientation Impact and Influence Information Seeking Innovative ThinkingManaging Complexity Organizational Awareness ProfessionEbook Nurse on board - Planning your path to the boardroom: Part 2
alismRelationship Building Strategic Orientation Talent Development Team LeadershipKnowledge and SkillsHealth Care Delivery and PerformanceBusiness anTOP COMPETENCIESFOR SUCCESSFUL BOARD SERVICEBoard members who are passionate about the mission bring energy and urgency to the board. In addition to t Ebook Nurse on board - Planning your path to the boardroom: Part 2re based on interviews of board members, executives, research, and literature. The insights of the board members interviewed for this book support these competencies. What does it take to succeed as a board member? Take a look at the key skills through the eyes of these leaders.AN UNDERSTANDING OF F Ebook Nurse on board - Planning your path to the boardroom: Part 2INANCEBecause of the fiduciary responsibility of rhe board, having financial expertise is essential. Most boards have members with backgrounds as a chEbook Nurse on board - Planning your path to the boardroom: Part 2
ief financial officer (CFO), certified public accountant (CPA), and so on, and these experts lead the Audit and Finance committees. Still, all board mTOP COMPETENCIESFOR SUCCESSFUL BOARD SERVICEBoard members who are passionate about the mission bring energy and urgency to the board. In addition to t Ebook Nurse on board - Planning your path to the boardroom: Part 2or nurses. An understanding of finance is important today, says Therese Fitzpatrick, an executive and principal clinical strategist. “Not just finance related to operations, but understanding pretty complex finance in terms of partnerships and risk. How do you do the financing of complex real estate Ebook Nurse on board - Planning your path to the boardroom: Part 2 deals? The financing for the purchase of medical practices? It’s more than just doing a budget. Maybe 15 years ago that was enough. It isn't any longEbook Nurse on board - Planning your path to the boardroom: Part 2
er.”But, say others, nurses—or any nonfinancial board members—are not expected to be financial experts.“You don’t have to be an accountant; you just hTOP COMPETENCIESFOR SUCCESSFUL BOARD SERVICEBoard members who are passionate about the mission bring energy and urgency to the board. In addition to t Ebook Nurse on board - Planning your path to the boardroom: Part 2oss statement (P&L). They don't need to understand organizational accounting or auditing.93NURSE ON BOARDThat means understanding the basics and, at the highest level—which is where the board operates—understanding where the money comes from and where it goes.Nurses likely have experience balancing Ebook Nurse on board - Planning your path to the boardroom: Part 2their checkbook, managing a household budget, applying for mortgages and other loans, and so on. That is really all that is needed from a board levelEbook Nurse on board - Planning your path to the boardroom: Part 2
perspective. Chances are good that at least one member of rhe board is an accountant or has financial expertise. They will lead in the areas of financTOP COMPETENCIESFOR SUCCESSFUL BOARD SERVICEBoard members who are passionate about the mission bring energy and urgency to the board. In addition to t Ebook Nurse on board - Planning your path to the boardroom: Part 2be on a board because I’ve never been a leader—I’ve never done major budget planning.” When she hears this, “I say‘Really? How much money do you make? Do you manage your bills? Do you invest in your 401k plan? Okay, then you’ve had experience. It’s just that the numbers are significantly bigger’’”Jo Ebook Nurse on board - Planning your path to the boardroom: Part 2anne Disch, former academic executive, professor, and seasoned board member, notes that nurses bring value from a financial standpoint in a more qualiEbook Nurse on board - Planning your path to the boardroom: Part 2
tative way as well. “Sometimes I think that people who only have financial acumen really don't understand how you calculate other costs such as reputaTOP COMPETENCIESFOR SUCCESSFUL BOARD SERVICEBoard members who are passionate about the mission bring energy and urgency to the board. In addition to t Ebook Nurse on board - Planning your path to the boardroom: Part 2ary, but it’s not enough.”Laurie Benson, CEO and entrepreneur, says, “What I have found to be very effective is scheduling an appointment with the executive director, president, Ebook Nurse on board - Planning your path to the boardroom: Part 2TOP COMPETENCIESFOR SUCCESSFUL BOARD SERVICEBoard members who are passionate about the mission bring energy and urgency to the board. In addition to tGọi ngay
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